Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
Eleven years ago, the Industrial Truck Association (ITA) held its first National Forklift Safety Day. Its mission: to impress upon equipment users, regulators, and policymakers the importance of forklift safety and training. But, as ITA and its members are quick to point out, safety should be a top priority every day, not just during that high-profile annual event.
For those who need an extra nudge to maintain the highest safety standards at all times, here’s another incentive: In 2023, the U.S. Occupational Safety and Health Administration (OSHA) launched a National Emphasis Program targeting warehouses and DCs with high rates of injuries, illness, and “Days Away, Restricted, or Transferred” (DART) reports. OSHA initiated the program in response to rising injury and illness rates that are now twice the average of those in most other industries, according to Celeste Hardy, occupational safety and health education specialist for the North Carolina Department of Labor. That increase is tied to a doubling in the number of warehouse employees in the last decade, due to the expansion of e-commerce warehouses and fulfillment centers, Hardy said in a webcast hosted by Yale Lift Truck Technologies.
Hardy said she would not be surprised if high rates of employee turnover are contributing to the rise in injuries and reportable incidents. While there are no statistics available to confirm that, experts we consulted for this article say it reflects what they’re seeing in the field. They also expect that, despite a decline in the astronomical turnover rate among forklift operators seen during the Covid-19 pandemic, churn will remain a problem for the foreseeable future.
Experts we spoke with cited annual turnover rates among their customers of 35%, 45%, or more—in one case, 100% in a three-month period. Turnover, they say, can make it harder to ensure that everyone working in a facility is fully trained, competent, and safe. Here’s a look at how turnover affects forklift safety, and what you can do to help keep safety compliance high and incident rates low.
AVOID THE TRAINING TREADMILL
OSHA requires that operators undergo a three-part training protocol of classroom lectures (which may also include videos and online learning), followed by hands-on instruction, and then a demonstration of competence out on the floor. Refresher training is required at least every three years. Operators must also be trained for the specific equipment, facility, and applications they will work with. Additional training is mandated when an operator is involved in an accident or near-miss or shows a lack of competency as well as when their job function changes, or they will use different equipment. Using an attachment, switching motive power sources, even a change in racking design require additional training, says Mike Hance, technology center manager for Equipment Depot, which represents Cat lift trucks, Mitsubishi forklift trucks, and Jungheinrich in 25 states.
Unique-to-the-facility training usually is handled internally, but fleets of various sizes have traditionally relied on forklift dealers to conduct standardized training and certify operators. In facilities where operators frequently come and go, however, having a certified in-house trainer can be efficient and cost-effective—one reason, dealers say, they’re seeing a big increase in demand for “train the trainer” instruction.
That approach comes with some caveats, though. Managers must decide whether they can afford to take their best, most experienced operator off the floor to become a trainer, says Tony Parsons, regional training manager at Wolter Inc., which represents Linde, Doosan Bobcat, and other brands across the Midwest. These days, fleets may not even have operators with sufficient experience or knowledge to qualify as trainers, he adds.
Another concern is that in-house trainers may end up spending so much time teaching successive groups of new hires that they lack the bandwidth to conduct more advanced training, says Kenneth Kluge, product training and development specialist for Kion North America, which provides Linde and Baoli lift trucks. Frequent turnover, he adds, may also mean “you’re not getting the experienced person you need to oversee operators and be a mentor, coach, or team leader.”
When turnover is high, Parsons says, the risk level rises for everyone. Without stable, experienced teams of operators, he cautions, “what you have is a bunch of independent workers who can’t predict how colleagues will go about doing their jobs or read each other’s body language.” New operators, moreover, likely won’t feel comfortable reporting unsafe practices or asking for help when they don’t know their co-workers or their managers well.
CONSISTENCY IS KEY
When it comes to operator training, the safest course is to start from ground zero, whether the trainees are new to the business or veteran drivers. “Experienced” operators, though, may actually have comparatively little experience, and those who have worked for multiple employers may bring with them behaviors and practices that aren’t safe or appropriate for your facility.
Jason Moore, manager, operator training and development at Hyster Co., suggests three ways to help new hires meet your standards. First, don’t assume those coming from other employers will know what you want them to do and how to do it. Operators’ certifications are only good for a specific facility and the equipment used there. Second, don’t underestimate how much training will be needed. Operating a three-wheel standup truck is a very different experience than a four-wheel, sit-down counterbalanced truck, even if they’re made by the same manufacturer, he points out. And third, keep in mind that training for new hires should encompass more than just the equipment. They have to learn a facility’s layout, workflow, and pedestrian safety protocols on day one. They also need to become thoroughly familiar with the specific area where they will be working and how to operate safely and efficiently there.
Regardless of the length of their tenure, every operator must be trained to the same standard, so they will not only know what is expected but will also behave as expected, says David Norton, vice president of customer solutions and support at The Raymond Corp. Every requirement, no matter how detailed, should be standardized and included in training. Then, follow up consistently. “Without supervision—without leadership, guidance, and coaching—all the standards will go out the window,” he says.
Hance recommends that supervisors complete a train-the-trainer program, so they’ll be qualified to evaluate operators’ performance. One or more of those supervisors should be out on the floor during every shift, observing operators as they work and correcting errors as soon as they’re made. His colleague, Director of Environmental Health and Safety Michael Hassell, adds that on-the-spot feedback will be most effective when it’s clear to operators that supervisors are not there simply to find fault; rather, they want to help operators do their jobs in the safest, most efficient way.
TEACH WITH TECHNOLOGY
Technology can be an effective tool for enhancing safety training and ensuring compliance among new hires. The following are just three examples of technologies that help forklift fleets achieve those objectives:
Simulators, available from several forklift OEMs (original equipment manufacturers) as well as independent developers, provide operators with a standardized experience and training on different models of forklift trucks. Raymond, for instance, offers virtual reality (VR) simulation as a supplement to its “Safety on the Move” training program. The optional technology is used in the intermediate segment of the training, Norton says. Trainees learn on a “buck,” or stationary truck of the same type they will be operating, working through lessons from the basics, such as completing their daily checklist, to driving, handling pallets in racks, and interacting with other trucks and pedestrians. As they build on previous lessons’ skills and advance to the next level, operators also get in-person feedback from a trainer, who can use the VR to understand the trainee’s skill level and suitability for particular types of equipment, he explains.
Kion NA’s Kluge, who has years of experience as a developer of training technology for military pilots, agrees that simulators and other e-learning options are beneficial for training forklift operators. For example, they can be an effective way to get familiar with a lift truck; trainers can then introduce additional levels of difficulty as learners progress in their hands-on and practical training. However, he emphasizes, they are not intended to substitute for the real deal: “Nothing replaces actually sitting in a truck with someone standing next to you, showing you what to do and coaching you as you do it.”
Photo courtesy of Yale Lift Truck Technologies
Detectiontechnology alerts forklift operators and pedestrians to each other’s proximity and notifies operators when objects are in their travel path. One example is the Yale Reliant operator-assist system, which includes three elements that work together to avoid collisions. Object Detection uses light-detection and ranging (LiDAR) technology to detect objects and obstructions in the line of sight when a truck is traveling in the reverse, forks-trailing position. Proximity Detection utilizes ultrawide-band radio communications to detect nearby lift trucks and pedestrians with transmitter tags. Both systems react more quickly than a camera could, slowing the forklift so operators have time to react, according to Joe Koch, sales manager, emerging technology at Yale Lift Truck Technologies. The third element, Real-Time Location Sensing, communicates location-specific information, such as speed and zone restrictions, and automatically adjusts the truck’s performance to ensure compliance. Yale’s sister company, Hyster, offers similar technology through its Hyster Reaction product.
Another example is the Linde Guardian system, which alerts operators and tagged pedestrians to each other’s presence as well as to the proximity of potential hazard zones. It uses LED lights and audible alarms on the forklift and sets off light, sound, and vibration signals on pedestrian units. The technology can “see” around corners and through walls and storage racks (depending on thickness and material) and, when needed, automatically slows Linde trucks equipped with the system. Similarly, Raymond’s FieldSense option within its iWarehouse telematics system provides visible and audible alerts to pedestrians and forklifts when they come within a predefined distance from each other. An optional module alerts operators to the proximity of infrastructure such as racks. The system uses magnetic-field generation technology to create a 360-degree field around a truck that can pass through most obstructions and “see” around corners.
Telematics systems, offered by many forklift manufacturers, are very complex. They vary in capabilities, design, and underlying technology, but typically these wireless communication systems continuously gather real-time data to analyze operator and truck performance and send back instructions to the forklift. They reinforce training by correcting operators’ errors and enhance safety by imposing limitations on a truck’s performance when needed. Here are just a few examples of their capabilities:
Controlling operators’ access to equipment.Operators can be required to log in with a unique ID that not only identifies who they are but also specifies which forklift types and models they are certified to operate. A truck they’re not authorized to operate will not start.
Adjusting forklift performance. Depending on the provider, telematics systems can control travel speed (including enforcing a controlled stop), acceleration, and lift/lower height and speed. These controls may be used to enforce restrictions in specified zones or to reinforce training while operators build their skills and gain experience.
Maintaining stability. Some systems can reduce the risk of tipovers by monitoring load status and the forklift’s forward and lateral motion, then adjusting the truck’s movements and mast tilt angle. Some also prevent lifting or lowering of loads that exceed allowable weights.
Assessing skill levels and compliance. By tracking lift trucks’ performance and forklift operators’ activities, telematics systems can supplement trainers’ own observations of operators’ skill progression; performance constraints can then be adjusted accordingly. At the same time, telematics systems reveal unsafe behaviors, allowing trainers to target individual operators for coaching or retraining.
Yale’s Koch notes that operators who have worked in multiple facilities may struggle to absorb and remember policies, practices, and equipment that differ from employer to employer. In high-turnover environments, telematics is an efficient way to communicate requirements, reinforce training, and ensure compliance every time operators get on a truck, regardless of their work history.
DON’T LET YOUR GUARD DOWN
By some estimates, warehouse space is expected to grow by about 5 billion square feet by 2032, Koch says; an additional 80 to 100 operators will be needed for each additional 1 million square feet of space. If demand for operators rises while high rates of personnel turnover continue, forklift fleets could be challenged to keep up with training and safety compliance in the future. Technology, whether active or passive, can assist here, he says.
Conditions today are daunting enough, of course. But high turnover should not tempt you to compromise when it comes to operator training and compliance with OSHA regulations, Kluge and the other experts we spoke with warn. “Don’t let yourself fall into ‘just check the box’ mode,” he says. “You cannot relax or let the bar for safety standards get lower.”
David Scheffrahn is the North American vice president of sales at Ocado Intelligent Automation, a part of the technology specialist Ocado Group. Although he began his career focusing on robotic solutions for semiconductor, electronics, and automotive manufacturers, Scheffrahn eventually moved on to the logistics sector, where he worked at Rethink Robotics, Seegrid, Plus One Robotics, and Dexterity before joining Ocado in 2023. He holds a degree in mechanical engineering from the University of Texas.
Q: How would you describe the current state of the automation industry?
A: Today, automation is available for nearly every task in the supply chain. Yet we know from industry analysts that only one-fourth of warehouses are “automated.” [The market research firm] Interact Analysis predicts that 27% of warehouses will be automated by 2027.So many warehouse operators still have the opportunity to embrace and benefit from automation.
Whether companies are just getting started with automation and could benefit from swapping out manual carts for automated ones or are looking for an end-to-end omnichannel fulfillment solution, there will be options available.
Q: You’ve worked in the robotics industry for the past 25 years. What changes have you seen in robotic design and applications during that time?
A: Believe it or not, robots pre-date me! I fell in love with robots right out of college. When I graduated in 1994, I was hired by a local robotics company, and one of my early jobs was to program robots to cut circuit boards into the correct shape to fit into cellphone housings. I was hooked for life. Back then, robots did exactly what you programmed them to do, very precisely, over and over.
In the mid-2000s, an explosion of software and sensor-based technologies started to give robots the capability to operate in environments that are much less structured, such as warehouses and fulfillment centers. Nowadays, robots can perform a wide range of tasks and movements, seemingly on the fly. They can interact with the world around them—and even people—because they can safely operate and adapt to changes in the environment.
Q: How are artificial intelligence and machine learning being applied to robotics?
A: Think of a robotic pick arm. Traditionally, it was trained and tested to always pick the same—or very similar—object or item set. Now, when we apply artificial intelligence, vision systems, and sensors to the same robotic arm, it can teach itself to handle new items without previous training or testing. Vision systems and sensors scan shapes and identify items to direct the arm on how to handle fragile products without damaging them or how to grasp an item with a new and different shape.
Q: Automation used to be a major investment. Has it become any easier for smaller companies to get started with automation?
A: A few years ago, automating was a choice. In 2024, the question isn’t whether you should automate, but rather what’s the right automation solution for your operations. Automated solutions can be big or they can be small, but they should always improve warehouse operations and be “right-sized” for the application.
Autonomous mobile robots (AMRs) are some of the most approachable automated solutions available for 3PLs or small and mid-sized warehouses. AMRs can be deployed quickly one at a time or by the dozen. They can integrate seamlessly with existing warehouse systems and infrastructure, and work safely alongside human pickers. Customers we have worked with report that deploying automated carts based on AMRs has doubled their productivity, improved accuracy by 40%, and reduced employee training time by 80%.
Q: What is the next frontier in robotic design and applications?
A: The use of 3D printing is opening up new opportunities in robotic design. I think we’ll see that technique used more because of the resulting benefits.
Robots made via 3D printing are lighter, which, in turn, means the grids used in automated storage and retrieval systems (AS/RS)—like the Ocado Storage & Retrieval System (OSRS)—can be lighter. Lighter grids are easier and quicker to assemble. But more importantly, in Ocado Intelligent Automation’s solution, they can provide 33% more vertical storage capacity within the OSRS than heavier grids. The more cubic density in an AS/RS, the more warehouse operators can conserve footprint, lower real-estate costs, and scale inventory.
Q: How is Ocado Intelligent Automation expanding its offerings for the supply chain industry?
A: Ocado Group has been developing automated technology for more than 20 years. In 2023, it formed Ocado Intelligent Automation (OIA), the division I work in, to bring automation solutions to intralogistics (supply chain activities that take place within a warehouse) and to sectors beyond online grocery, which is where the company got its start.
Online grocery is one of the most demanding e-commerce environments—with needs that are very analogous to the fulfillment and logistics requirements of the health-care, retail, consumer packaged goods, and third-party logistics sectors. I can’t wait to see how these sectors benefit from OIA technology and robotics in the coming years. It’s going to be impressive!
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.